An executive with over 20 years of experience bridging the gap between strategic capital allocation and hands-on operational execution. 

I partner with family offices, investment funds and principals across the GCC, UK, US, and Africa to execute and grow direct investments.

My core value is a dual-impact capability: I identify and structure deals, then lead the operational build-out, governance, and integration required for successful scaling and exit.

Expertise in the Direct Investment Cycle:- 

Deal Origination Structuring: Proven track record in originating deals, conducting institutional-grade due diligence, and structuring complex cross-border transactions.

Governance Value Creation: Installing robust Investment Committee frameworks, board-level governance, and implementing lean, high-performing finance teams for portfolio companies.

Operational Leadership: Extensive experience as a Group CFO and Regional CEO, leading finance infrastructure, strategic exit planning, and multi-country operations across 20+ entities in 7 countries.

I previously honed my skills during challenging periods, including serving as a Capital and Financial Markets Structurer at Standard Chartered where I built emerging-market platforms and executed complex cross-border transactions. Later served as Group CFO and Regional CEO of Kido Education, leading operations, governance, finance infrastructure, and strategic exits.

A CFA Charterholder with an MSc from the London School of Economics (LSE).

I am currently advising family offices in roles that demand this intersection of capital discipline and operational excellence.

Umair Tariq

Wishing a blessed Ramadan to all my colleagues, clients, and connections who are observing. 

May this holy month bring peace, reflection, and prosperity to you and your families. 

Ramadan Kareem!

#RamadanKareem #RamadanMubarak #Ramadan2026 #Reflection

It’s not the cost of the wrong hire but the cost of not hiring the right one that should worry Family Offices! 

#FamilyOffice #Hiring

Executive Search for Institutional Capital

Ready to stop running your family office and start being a client of it?

It's not just about leadership, strategy, or investment acumen. It's about you, the principal, making one of the hardest transitions in business: stepping out of a role that's been in your veins, trusting someone else to carry it forward, and becoming a client of the office you built.

1. Begin with clarity of purpose, not the balance sheet.

Why exactly does your family office exist? Is it to preserve wealth, expand investments, foster philanthropy, or simply manage your lifestyle? All are valid. That clarity becomes the compass for your entire search.

Here's the reality most families don't hear: when you hire your first Family Office CEO, you're likely bringing in an executive with zero experience working in a family office environment. Cultural fit isn't a soft skill. It's the foundation of trust and continuity.

2. Define your leader, then look for depth over breadth.

Some families need a strategist. Others need an operator or an educator who can bridge generations. There's no universal archetype.

The right CEO has often lived in multiple worlds: private banking, investment management, philanthropy, and sometimes hospitality. What matters is whether they've built systems of accountability and communication that scale across generations.

They should also understand what not to do. When to delegate to external advisors, and how to balance risk while always achieving the principal's directives. The art of saying no is a real skill.

Families often over-index on financial expertise and underweight emotional intelligence. The best CEOs blend both: they understand private equity allocations and can also navigate difficult conversations between generations.

3. Prioritize trust, temperament, and tenure.

A Family Office CEO isn't a transient executive. The average tenure can exceed a decade, making character and stability essential.

You don't want a "yes person." You want someone who can speak candidly, especially when the truth is uncomfortable.

4. Design a deliberate, transparent process.

Align all family stakeholders on what they value most in a leader. Create a search committee that reflects generational diversity, and don't rush.

Consider running "alignment interviews" before any candidate is introduced. These conversations uncover unspoken expectations and ensure a unified vision.

5. Remember: you're hiring a custodian of legacy.

The best Family Office CEOs see themselves not as employees, but as custodians of capital, relationships, and family reputation. A forward-thinking CEO will mentor future leaders and prepare the next generation for governance.

As one principal recently told me, "Our CEO doesn't just run the office. They help us stay a family."

Hiring your first Family Office CEO is an inflection point. Done right, it creates stability across generations. Done hastily, it can fracture trust and erode value.

Always a pleasure to attend this every year!

As someone who has been involved in the Education Sector, it is always heartening to see the excellent work done by The Citizens Foundation in Pakistan in bringing quality education to deserving students in far-flung and remote areas across the Country. 

A clear testament to where audacious vision has met exceptional delivery and execution in enabling the dreams of so many children and changing their lives!

Well done to the team and one of the causes I ask everyone to support wherever possible. 

#Education #Pakistan #Learning #Change #Vision

Thank you to Michael Reeves and the UCEA - Family Office Group team for hosting an excellent lunch last week, their first for the year. 

It is gratifying to witness the opportunities they bring for investors in the region, as well as to network with individuals from various sectors, including investing, entrepreneurship, and family offices. 

Meeting so many people and exchanging ideas about the current state of the GCC market, the evolution of family offices in the region, and the focus on direct deals was invaluable. I appreciated learning about their ongoing projects. 

Looking forward to more gatherings in the future. 

#FamilyOffice #Dubai #UAE #GCC #Investing #PrivateEquity #GrowthCapital

Wishing my colleagues, partners, and friends a prosperous and vibrant Lunar New Year! 🧧

As we embrace the energy of the New Year, may it bring bold opportunities, renewed growth, and continued success to all. Let’s celebrate the spirit of innovation and the strength of our global community.

Wishing you all a year of abundance and joy.

#LunarNew Year #GongXiFaCai #Leadership #Innovation #GlobalBusiness #NewBeginnings

#Investing #CharlieMunger #Humility #BullMarkets #AI

#Leadership #FamilyOffice #Entrepreneurship #Growth

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Chartered Financial Analyst

Masters in Finance & Economics

Dissertation: Corporate Valuation through Real Option Pricing.

Dissertation – Mergers & Acquisitions in Pakistan. Submitted recommendations for furthering M&A activity to the Securities and Exchange Commission Pakistan. Used as case study for LUMS MBA.

CEO | CFO | Private Equity | Venture Capital | Investments | Mergers & Acquisitions | Education Strategy | Entrepreneur | EdTech | Growing Businesses in Middle East, Africa, Asia, UK and US

I am the man in the arena!

I’m a serial entrepreneur who started selling a hand-copied local newsletter at 8-years old, and I’ve never known what it’s like not to be responsible and be a leader. No set-back has kept me down, and I have always approached my next “adventure” with enthusiasm. I would put this down to my huge capacity to learn, my resilience, and curiosity allowing me to identify paths to reinvent myself and my organizations. 

I have enjoyed many executive positions in my career with my strong commercial acumen, and ability to deliver operational excellence with scale across multiple markets. I focus on delivering key outcomes, building amazing teams and collaborations and scaling to new heights. 

As Regional CEO / Group CFO for Kido, my experience has allowed me to gain extensive international knowledge of the learning markets and impact investments including early childhood education, edtech and school operations. We have leveraged technology and innovative pedagogy to improve delivery in Pre-School Education.

• I built, lead and grew the UAE Nursery Business over 7 years and orchestrated a successful exit.
• I have had extensive experience with creating finance strategy, managing cashflow, and optimizing pricing, costs and revenues. 
• I have contributed by advising on and executing M&A, capital raising (Private Equity and Venture Capital), build-out, tax optimization, strategic, corporate and legal restructuring transactions for portfolio companies across UK, US, India, UAE, Hong Kong, Singapore. 

At SCB, I joined in 2004 in the Capital Markets MENA team, was promoted in two years to be based in London to build and grow the credit distribution platform across Europe and North America. In 2009, I joined the Strategic Solutions Group in Middle East and within a year was asked to lead the team and expansion in Sub-Saharan Africa. I Implemented exceptional growth in revenue for the Africa FM Sales business and for all business lines multiplying sales by at least 3x to upto 20x and higher throughout. 

Professional Skills
Strategic Planning | Transformational Leadership | Team Development | Product Roadmap | Portfolio Strategy | Deal Making | Investment Analysis | M&A | Financial Systems | Global Expansion

Domain Knowledge 
Investment | Private Equity | Capital Markets | Education Management | Education Consulting | EdTech

My favourite inspirational quote of all time!

The Man in the Arena

Highlighted as one of the Education Entrepreneurs in the Middle East

#Education #EarlyChildhood #Preschools #Nurseries #Entrepreneur

Impacting generations through education

Launch of Kido Home in the region during the pandemic.

#Earlychildhood #EdTech #Preschools #Education #impact #investment

Online Preschool Edtech - Award winning international curriculum now at your home

Analysis on the Middle East Early Childhood Education Market at IPSEF Conference 2019 in UAE. 

#MiddleEast #UAE #SaudiArabia #Egypt #Turkey #Education #EarlyChildhood

IPSEF Slides.pdf

One of the featured speakers on the Early Childhood Market at IPSEF. 

#education #mena #earlychildhood #education #nurseries

Representing at the Regional Franchise Show in Dubai 2019! 

#Education #Franchising

Global Franchise Market in Dubai concludes today

Launching in the #UAE #Nursery #Preschools #Education #Entrepreneurship

Safari Kid Nursery to bring expertise, growth strategy to UAE

#Leadership #Entrepreneurship #Growth #Management #Napoleon

𝗔 𝗺𝗼𝗿𝗲 𝗡𝘂𝗮𝗻𝗰𝗲𝗱 𝗩𝗶𝗲𝘄: Software is not being replaced by AI; it is 𝗮𝗯𝘀𝗼𝗿𝗯𝗶𝗻𝗴 it.

The recent "doom and gloom" surrounding Enterprise SaaS stocks has many questioning the longevity of the sector. However, a recent deep dive by 𝗛𝗦𝗕𝗖 𝗚𝗹𝗼𝗯𝗮𝗹 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 suggests we are at the "kick-off" for a massive monetization cycle, rather than an existential crisis.

The reality is that while foundation models are impressive, they are inherently non-deterministic—meaning they lack the repeatability and auditability required for enterprise-class operations. Large-scale companies don't just buy technology; they buy solutions to business problems.

𝗞𝗲𝘆 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀:

 • 𝗦𝗼𝗳𝘁𝘄𝗮𝗿𝗲 𝗶𝘀 𝘁𝗵𝗲 𝗖𝗼𝗻𝘁𝗿𝗼𝗹 𝗣𝗹𝗮𝗻𝗲: AI data is creative and non-deterministic, but it requires the deterministic software stack to be processed, stored, and actionized.
 • 𝗧𝗵𝗲 𝗥𝗶𝘀𝗲 𝗼𝗳 "𝗦𝘂𝗯𝗼𝗿𝗱𝗶𝗻𝗮𝘁𝗲𝗱" 𝗔𝗜: We are moving toward a model where intelligent agents are embedded within established platforms like 𝗦𝗮𝗹𝗲𝘀𝗳𝗼𝗿𝗰𝗲, 𝗠𝗶𝗰𝗿𝗼𝘀𝗼𝗳𝘁, 𝗮𝗻𝗱 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝗡𝗼𝘄 to handle domain-specific tasks.
 • 𝗧𝗵𝗲 𝗜𝗻𝗰𝘂𝗺𝗯𝗲𝗻𝘁 𝗔𝗱𝘃𝗮𝗻𝘁𝗮𝗴𝗲: Building "from scratch" via vibe-coding misses decades of architectural IP. The winners will likely be the vendors who already own the sales channels and the trust of the C-suite.

We’ve seen this play out before. In the 80s and 90s, companies tried to build their own systems before realizing the economic efficiency of outsourcing to specialized vendors. History has a way of repeating itself: 𝘦𝘹𝘱𝘦𝘳𝘵𝘪𝘴𝘦 𝘢𝘯𝘥 𝘴𝘤𝘢𝘭𝘦 𝘶𝘴𝘶𝘢𝘭𝘭𝘺 𝘸𝘪𝘯 𝘰𝘶𝘵 𝘰𝘷𝘦𝘳 𝘵𝘩𝘦 𝘯𝘰𝘷𝘦𝘭𝘵𝘺 𝘰𝘧 𝘢 "𝘯𝘦𝘸 𝘵𝘰𝘰𝘭".

While the market sentiment has been heavy, 2026 is shaping up to be the year where AI moves from a "vibe" to a verified revenue driver within the software vertical.

The jury may still be out on the long-term impact of autonomous agents, but betting against the platforms that run the global economy seems premature.

Happy to hear further thoughts and dissenting opinions. 

#EnterpriseSoftware #AIStrategy #SaaS #DigitalTransformation #FutureOfWork #AI #VentureCapital #FamilyOffice

An Alternative View on AI and SaaS Companies

𝗧𝗵𝗲 𝗿𝘂𝗹𝗲𝘀 𝗼𝗳 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗳𝗼𝗿 𝗳𝗮𝗺𝗶𝗹𝘆 𝗼𝗳𝗳𝗶𝗰𝗲𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗠𝗶𝗱𝗱𝗹𝗲 𝗘𝗮𝘀𝘁 𝗵𝗮𝘃𝗲 𝗰𝗵𝗮𝗻𝗴𝗲𝗱.

In my latest piece, I break down how family capital stewards should be rethinking their pipeline, portfolio, and governance frameworks in the current environment, including why the "𝗣𝗲𝗮𝗰𝗲 𝗗𝗶𝘃𝗶𝗱𝗲𝗻𝗱" is over and what the "𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗗𝗶𝘃𝗶𝗱𝗲𝗻𝗱" actually demands from us.

𝘐𝘧 𝘺𝘰𝘶 𝘢𝘥𝘷𝘪𝘴𝘦, 𝘮𝘢𝘯𝘢𝘨𝘦, 𝘰𝘳 𝘨𝘰𝘷𝘦𝘳𝘯 𝘧𝘢𝘮𝘪𝘭𝘺 𝘸𝘦𝘢𝘭𝘵𝘩 𝘪𝘯 𝘵𝘩𝘦 𝘳𝘦𝘨𝘪𝘰𝘯, 𝘵𝘩𝘪𝘴 𝘰𝘯𝘦 𝘪𝘴 𝘸𝘰𝘳𝘵𝘩 𝘧𝘪𝘷𝘦 𝘮𝘪𝘯𝘶𝘵𝘦𝘴 𝘰𝘧 𝘺𝘰𝘶𝘳 𝘵𝘪𝘮𝘦.

#FamilyOffice #PrivateWealth #MiddleEast #Geopolitics2026 #InvestmentStrategy #AssetAllocation #FamilyOfficeAdvisory #GCC #WealthManagement #PrivateMarkets

The rules of engagement have changed. What we called "fragile stability" eighteen months ago is now active friction. The Strait of Hormuz is a negotia

Open article: Stewardship in the Shadow of Volatility: A 2026 Family Office Playbook for the Middle East by Umair Tariq • 3 min read

Stewardship in the Shadow of Volatility: A 2026 Family Office Playbook for the Middle East

𝗜𝘀 𝗬𝗼𝘂𝗿 "𝗔𝗹𝗽𝗵𝗮" 𝗝𝘂𝘀𝘁 𝗘𝘅𝗽𝗲𝗻𝘀𝗶𝘃𝗲 𝗕𝗲𝘁𝗮?

The current hedge fund landscape is showing a familiar yet troubling pattern. As equity markets remain resilient, we’re seeing a significant creep in equity beta across global macro and multi-strat books.

While market-timing is a touted skill, the data suggests a different story: many managers are simply chasing the rally to protect their performance fees. For institutional allocators, especially across 𝗙𝗮𝗺𝗶𝗹𝘆 𝗢𝗳𝗳𝗶𝗰𝗲𝘀 and 𝗠𝗘𝗡𝗔 𝗦𝗼𝘃𝗲𝗿𝗲𝗶𝗴𝗻 𝗪𝗲𝗮𝗹𝘁𝗵 𝗙𝘂𝗻𝗱𝘀, this raises a critical question: Are we paying "2 and 20" for returns we could capture with a low-cost index fund?

𝗧𝗵𝗲 𝗖𝗼𝗿𝗲 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁
* 𝗧𝗵𝗲 𝗕𝗲𝘁𝗮 𝗖𝗿𝗲𝗲𝗽: Average hedge fund betas are drifting toward the 0.6 range. When correlations spike during a rally, the diversification benefit the "alternative" allocation was meant to provide effectively evaporates.

𝗧𝗵𝗲 𝗔𝗹𝗽𝗵𝗮 𝗗𝗿𝗼𝘂𝗴𝗵𝘁: True idiosyncratic alpha—the kind that thrives on dispersion and doesn’t rely on the S&P 500's tailwinds—remains the rarest commodity in the 2026 market.

𝗧𝗵𝗲 𝗔𝗹𝗹𝗼𝗰𝗮𝘁𝗶𝗼𝗻 𝗧𝗿𝗮𝗽: Paying performance fees on market-driven returns isn't just inefficient; it’s a strategic failure in risk management.

𝘼𝙣 𝘼𝙡𝙡𝙤𝙘𝙖𝙩𝙤𝙧'𝙨 𝙋𝙚𝙧𝙨𝙥𝙚𝙘𝙩𝙞𝙫𝙚
In my view, 2026 is the year of "Beta Hygiene." As we see a massive influx of capital into Dubai and Abu Dhabi’s financial hubs, the pressure on managers to perform is at an all-time high. However, strategic partners shouldn't mistake "chasing the tape" for genuine market insight.

We don't need our hedge fund sleeves to mimic our equity portfolios. We need them to provide the non-correlated, asymmetric protection that justifies their seat at the table. If a manager’s correlation to the MSCI World hits 0.8 during a bull run, they aren't providing a strategy; they’re providing a high-priced shadow index.

I’m curious to hear from my peers in the MENA region and the broader GP/LP community: As we navigate this high-valuation environment, how are you benchmarking "true alpha" versus "disguised beta" in your latest due diligence cycles?

#HedgeFunds #AssetAllocation #MENAInvestment #FamilyOffices #GlobalMacro #AlphaVsBeta

mrzepczynski.blogspot.com

Hedge funds taking on long equity exposure

#Entrepreneurship #Founders #Leadership #Growth

𝗧𝗵𝗲 𝗵𝗶𝗴𝗵 𝗽𝗿𝗶𝗰𝗲 𝗼𝗳 "𝗜𝗱𝗲𝗼𝗹𝗼𝗴𝘆 𝗼𝘃𝗲𝗿 𝗔𝗿𝗶𝘁𝗵𝗺𝗲𝘁𝗶𝗰."

For those of us managing long-term capital, the most dangerous variable isn't market volatility, it’s 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗮𝗹 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻 introduced by populist policy.

The latest 2026 data from EconoFact on the economic costs of Brexit is a sober reminder. While the headlines focus on political sovereignty, the balance sheet tells a different story for the UK:

- 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 "𝗦𝘁𝗿𝗶𝗸𝗲": Business investment is 12% to 18% lower than it would have been. In our world, that represents a decade of missed compounding and deferred infrastructure.

- 𝗧𝗵𝗲 𝟴% 𝗚𝗮𝗽: The UK economy is now nearly 8% smaller than peer doppelgängers. That is not a "fluctuation"; it is a permanent loss of productive capacity.

- 𝗧𝗵𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗧𝗮𝘅: Productivity is down 4%, driven largely by senior leadership diverting thousands of hours from innovation to navigating new administrative barriers.

Populism, by its nature, prioritizes short-term political "wins" over the boring, essential mechanics of economic stability. 𝙁𝙤𝙧 𝙁𝙖𝙢𝙞𝙡𝙮 𝙊𝙛𝙛𝙞𝙘𝙚𝙨 𝙖𝙣𝙙 𝙄𝙣𝙨𝙩𝙞𝙩𝙪𝙩𝙞𝙤𝙣𝙖𝙡 𝙄𝙣𝙫𝙚𝙨𝙩𝙤𝙧𝙨, 𝙩𝙝𝙞𝙨 𝙘𝙧𝙚𝙖𝙩𝙚𝙨 𝙖 𝙪𝙣𝙞𝙦𝙪𝙚 𝙩𝙮𝙥𝙚 𝙤𝙛 𝙧𝙞𝙨𝙠: 𝙐𝙣𝙘𝙚𝙧𝙩𝙖𝙞𝙣𝙩𝙮 𝙋𝙧𝙚𝙢𝙞𝙪𝙢. 

When policy becomes unpredictable and global integration is traded for isolation, capital doesn't just "adjust"—it migrates. We are seeing a masterclass in how "regulatory divergence" acts as a silent tax on every cross-border transaction and talent acquisition.

As we look at other emerging populist movements globally, the lesson is clear: Economic gravity always wins. You can vote to ignore the arithmetic of global trade, but you cannot vote away the consequences of doing so.


#FamilyOffice #InvestmentStrategy #MacroEconomics #Brexit #PrivateEquity #LeadershipInsights

econofact.org

The Economic Costs of Brexit on the UK

#Founders #Entrepreneurship #FamilyOffice #Growth #Leadership

Founder of Velari Jets, connecting HNW individuals and corporates to seamless, tailored private jet solutions across the Middle East, Asia, Africa and Europe. Passionate about delivering discreet, efficient, and exceptional travel experiences.

Let’s connect if you’re looking for private aviation support or strategic collaborations.

📧 moiz@velarijets.co


Moiz Sunelwala

One of the most expensive mistakes I made early on wasn’t operational.

It was assuming speed mattered more than structure.

I chased fast turnarounds, quick confirmations, and “making it work” at all costs.

On paper, it looked like momentum.

But in reality, it was:

accepting vague availability
trusting verbal confirmations
underestimating downstream changes

Nothing dramatic, just small gaps that quietly compound.

The lesson which i learned the hard way was:

In private aviation, the cost of fixing a mistake is always higher than the cost of slowing down once.

Today, I’d rather lose a flight than lose confidence, mine or the client’s.

That shift alone saved more money than any pricing optimization ever did.

Moiz Sunelwala 

Founder & CEO @ Velari Jets | Boutique Private Aviation Brokerage | Luxury Travel, UHNW & Corporate Charters

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